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The Hackett Group Revisiting the Core Principles of Strategic Sourcing: Best Practices for Success

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The Hackett Group Revisiting the Core Principles of Strategic Sourcing: Best Practices for Success The Hackett Group The Hackett Group Revisiting the Core Principles of Strategic Sourcing: Best Practices for Success April 26-27, 2017 Statement of Confidentiality and Usage Restrictions This document contains trade secrets and other information that is company sensitive, proprietary, and confidential, the disclosure of which would provide a competitive advantage to others. As a result, the reproduction, copying, or redistribution of this document or the contents contained herein, in whole or in part, for any purpose is strictly prohibited without the prior written consent of The Hackett Group. Copyright © 2017 The Hackett Group, Inc. All rights reserved. World-Class Defined and Enabled. Kurt Albertson, Principal – Procurement Advisory Kurt Albertson is a Principal with The Hackett Group with program responsibility for North American Strategic Advisory programs focusing on client relationships, business development, research and program delivery. Mr. Albertson works with over one hundred Global 1000 companies leveraging research and thought leadership to provide strategic direction and best practice business advice within Procurement and Finance. Prior to joining the Hackett Group Mr. Albertson spent six years as a management consultant in Sourcing and Procurement during which he worked with executives from dozens of large corporations on sourcing, business and technical strategies, organizational and business process design, and cultural change. Mr. Albertson also has five years of automotive experience working in manufacturing, quality, and operations. In this role he designed and implemented global manufacturing processes and supervised production operations. Mr. Albertson has been quoted in the Wall Street Journal and other major publications, has been the key note speaker at many national events, and travels globally to support client objectives. Contact Information: 770-225-7570 [email protected] © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 3 Session objectives . Review the core steps of the strategic sourcing process and deliverables . Review some of the critical enablers for success . Understand the key tools associated with strategic sourcing and a review on how to apply TCO and Porter’s Analysis © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 4 Procurement’s Strategic Sourcing Process Definition of strategic sourcing Strategic sourcing is an approach to supply chain management that formalizes the way information is gathered and used so that an organization can leverage its consolidated purchasing power to find the best possible values in the marketplace. Source: whatis.com © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 2016 Enterprise Key Issues -PR 6 Top ten priorities for state procurement in 2017 - NASPO 1. Strategic role of state central procurement 2. Procurement workforce professionalization 3. E-procurement/ ERP solutions 4. Measuring performance 5. Effective sourcing strategies 6. Staffing and talent management strategies 7. Information technology 8. Contract management 9. Cooperative purchasing 10. Procurement reform and state-wide centralization © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 2016 Enterprise Key Issues -PR 7 For Procurement organizations there’s room to be more strategic in their sourcing approach How strategic is your strategic sourcing process? Truly strategic; we create business advantage through 3% category management, innovation support, and beyond Very well implemented; only 2% We don't have a strategic sourcing process a few opportunities remain, 2% and they're outside our sphere of control Tactical at best (e.g., reactive late-stage negotiations) 10% 5% Good n-step sourcing process on paper, but biased to easy savings and shortcuts 53% 25% Pockets of excellence, but no standardized process. Multiple approaches and templates/tools. Well-implemented for many categories, but not pushing boundaries in demand mgmt, complex categories, globalization, and extended supply chain © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 8 What occurs within 7 stages of procurement’s strategic sourcing approach S1 S2 S3 S4 S5 Need Pre- Solicitation Solicitation Evaluation S6 S7 Identification Solicitation Preparation Process Process Award Contract You receive a Deciding on Complete Contract requisition which Analyze Assessment and Create Acceptance of Handle and/or a request Purchasing Supplier’s Supplier Specifications Bids/Proposals Protest(s) for product or Methodology Responses Performance service to use Report Considering Meet with End- the number of Development Conduct Consider Issue Notice of Renewal of existing User to gather contract of Sourcing Pre-Bid and/or Reciprocal Intent Award contract information renewals to Strategy Site Visits Preference Law (NOIA) use Decide on Determine Solicitation has specific Deciding Document and which closed, no category (IT, whether to use store Create contract Solicitation Posting of Bid additional Goods, or Open or Fixed contract/purchas administration plan Tool that will bids/proposals Special Contract e details be used will be accepted Services) Review Select supplier Review Order of Writing Determine Issue Notice of Delivery to award Sustain Results Precedence Specifications Posting Timeline Award (NOA) Requirements solicitation Source: DOAS Strategic Sourcing Process © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 9 A generic 7-step Strategic Sourcing process: Key objectives and activities 1 2 Develop 3 4 5 Negotiate 6 7 Profile Identify Evaluate Transition Manage Sourcing with Category Suppliers Suppliers Suppliers Suppliers Strategy Suppliers .Understand .Evaluate .Establish .Conduct & .Develop .Execute .Monitor internal profiles and selection evaluate negotiations supply market and spend and develop criteria and supplier plan & select agreement supplier external sourcing conduct evaluation supplier(s) & supplier performance supply strategy supplier and finalize transition market assessment sourcing Key Objective plan .Structure & .Set Sourcing .Prepare .Customize .Plan/ .Develop .Establish Mobilize Objectives Supplier and Execute Scorecards SRM Sourcing Assessment Execute Negotiations Governance Develop Execute Team . Supplier and Select . Sourcing Execute Transition Manage . Evaluation Supplier(s) . .Profile Strategy Supplier Supplier Demand Assessment .Finalize .Plan Supply Performance Finalize . Sourcing Transition Key Activities Key Profile Sourcing . Plan Supply Strategy & .Award Market Align Business Stakeholders © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 10 A generic 7-step Strategic Sourcing process: Key deliverables 1 2 Develop 3 4 5 Negotiate 6 7 Profile Identify Evaluate Transition Manage Sourcing with Category Suppliers Suppliers Suppliers Suppliers Strategy Suppliers .Team .Sourcing .Supplier .Supplier .Draft Tenets .Supplier .Supplier Members and Strategy Assessment Evaluation of Agreement Scorecards Management Stakeholders .Risk Matrix Matrix (TOA) .Finalized Plan List Assessment .Prerequisite .Supplier .Negotiation Transition .Work Plan Supplier Evaluation Plan Plan .Demand Documentation Package .Finalized .Key Profile .Supplier .Updated TOA Learnings Key Key Deliverables .Supply Profile Assessment Cost Model .Draft Report .Draft Cost Package .Sourcing Transition Model .Evaluation Plan Plan .SWOT Supplier List .Stakeholder .Business Analysis Alignment Award Plan .Initial Checklist .Stakeholders Supplier List Approval Checklist .Signed Supply Contracts © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 11 We spend the bulk of our time in defining requirements, evaluating suppliers and negotiating contracts Distribution of time spent across sourcing processes: Requirements definition 16% Development of sourcing strategy/documents 13% Supplier identification/discovery 6% 9% Supplier qualification 19% Supplier evaluation and selection Supplier regulatory/risk assessment 6% 6% Contract creation 19% Contract negotiation 6% Contract approval and signature © 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Business Advisory Services | 12 Critical Enablers of the Strategic Sourcing Process While strategic sourcing skills are critical the most widely needed skills in procurement are business skills Critical procurement skills GENERAL BUSINESS SKILL PROCUREMENT-SPECIFIC SKILL Relationship management and interpersonal Strategic sourcing process expertise Business Skills are generally Problem-solving more transferable Strategic thinking and analysis across
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